Executive Summary The research paper primarily focuses on the
T&D initiatives undertaken to expedite organizational
development of the company. This report points out the existing
conditions regarding employee training, the strengths, weaknesses,
and possible solutions for improving employee development
initiatives for the company. The report also emphasizes on relating
generally accepted theories and models of training to actual
existing T&D processes in a company, especially a manufacturing
that involve both corporate employees and field forces. The report
focused on finding positive or negative relations between training
initiatives and organization development to show employee training
& development as the main catalyst and facilitator of company
productivity and progress. Some comparisons and research was also
done on the nonexecutives and field forces to gain better
understanding of the level of input given for training initiatives,
both internally and externally. The research has resulted in the
following outcome: Square Pharmaceuticals Ltd. has a strong and
on-going employee training and development program, but it still
needs to enhance it processes and justify its capabilities by
overcoming the following drawbacks: Instance feedback mechanism and
more frequent evaluations More external training initiatives
monthly More areas and topics for training
Chapter - 1 Introduction to the report
1.1 Introduction: Square Pharmaceuticals Ltd has been holding
the first position in Bangladesh pharmaceuticals market since 1985.
Since the inception in 1958, SPL has been thriving hard for
achieving higher quality standard. Yet again, the resent trend of
globalization opened a new horizon of market outside the country,
which requires more quality features in products and higher
productivity. To gain higher productivity and quality SPL has been
providing training to its employees. This report has been prepared
to reveal, whether there is any positive relationship between
training and employee performance in Square Pharmaceuticals Ltd.
1.2 Origin of Report/ Background: This report has been originated
as the course requirement of training and development of the MBA
program, North South University. Since practical orientation is an
integral part of the MBA degree requirement and from education the
theoretical knowledge is obtained, which is only the half way of
the subject matter. Practical knowledge has no alternative. The
perfect coordination between theory and practice is of paramount
importance in the context of the modern business world now days.
1.3 Objective & Purpose: This report has been prepared
primarily for the fulfillment of the Training and Development
course, which is a part of the MBA program of North South
University. The objective of this report is: 1. To know about the
Square Pharmaceuticals Ltd. and its HR practice. 2. To find out the
kinds of training provided by SQUARE to its employees. 3. To look
on the frequency of training provided by SQUARE to its employees.
4. And finally whether the training provided by the organization
has any impact developing the employee.
1.4 Sources and Methodology: Data Types: Both primary and
secondary information have been used to address the study
objectives. Primary Sources 1. Manuals/Reports: A lot of
information has been extracted from the Training & Development
Manual of SPL and Training Report of SQUARE. The Annual Report has
also provided significant facts regarding the company. 2. Official
forms: Forms like the TNA form as well as various files containing
documentation of internal and external training programs have
provided significant data on all types of training programs. 3.
Short Interview: A short interview was taken of Mr. Ali Hussain,
Sr. Manager, HRD-SPL, to learn about some important T&D systems
and processes generally applied in the group and in the company.
Secondary Sources These sources were mainly used for Literature
Review chapter for theoretical knowledge on Employee Training &
Development in general and SPLs applications in reality. Sources
included internet links of HR-based websites; SQUARE Pharmaceutical
Ltd.s website for background information; textbooks covered during
curriculum study for definitions and explanations and few online
eBooks that have significant explanations of T&D work
processes.
1.5 Scope: Square Pharmaceuticals Limited is one of the leading
organizations in Bangladesh. This organization has different
departments, different products, different services and different
customers. The report covers the functions and the performance of
the Human resource department of Square Pharmaceuticals Limited.
The reason for choosing this organization is that we really want to
learn something about Human Resource department from this
organization and it's easy for us to communicate. 1.6 Limitations:
Primary limitation of the report is that it is based on facts,
accumulated from word of mouth, while consulting secondary data.
Some information presented in the report may be biased, as people
tend to avoid their own limitation regarding their job and tend to
hold other departments responsible for drawbacks of their own. As
the report is not a comprehensive one, rather based on a single
facility of Square Pharmaceuticals Limited and also based on a
limited number of department employees so any ultimate decision may
not be drawn about the whole organizations training facility.
Chapter- 2 Overview of the Organization
2.1 Internal Analysis: Square Pharmaceuticals Ltd. (SPL) is the
leading Bangladeshi pharmaceutical company and it is the most
successful venture as well as the Flagship Company of the Square
Group, a renowned local business conglomerate. Square is a group of
more than 30 companies that are operating in the nation. Most of
these companies are renowned around the nation for their quality
product/service and most of all their transparent and ethical
business policies. SQUARE today symbolizes a name a state of mind.
But its journey to the growth and prosperity has been no bed of
roses. From the inception in 1958, it has today burgeoned into one
of the top line conglomerates in Bangladesh. Square Pharmaceuticals
Ltd., the flagship company, is holding the strong leadership
position in the pharmaceutical industry of Bangladesh since 1985
and is now on its way to becoming a high performance global player.
SQUARE Pharmaceuticals Limited is the largest pharmaceutical
company in Bangladesh and it has been continuously in the 1st
position among all national and multinational companies since 1985.
It was established in 1958 and converted into a public limited
company in 1991. The sales turnover of SPL was more than Taka 5
Billion (US$ 90 million) with about 15% market share (April 2003
March 2004) having a growth rate of about 16%. 2.2 Looking Beyond
the Horizon: SQUARE Pharmaceuticals Limited has extended its range
of services towards the highway of global market. It is pioneered
exports of medicines from Bangladesh in 1981 and has been exporting
antibiotics and other pharmaceutical products. This extension in
business and services has manifested the credibility of Square
Pharmaceuticals Limited. 2.3 Corporate History: The company was
founded in 1958 by Samson H. Chowdhury along with three of his
friend as a private firm. It went public in 1991 and is currently
listed on the Dhaka Stock exchange. Square Pharmaceuticals Ltd.,
the flagship company, is holding the strong leadership position in
the pharmaceutical industry of Bangladesh since 1985 and it has
been continuously in the 1st position among all national and
multinational companies since 1985. Square Pharmaceutical Ltd is
now on its way to becoming a high performance global player. Year
Event
1958 Debut of SQUARE Pharma as a Partnership Firm.
1964 Converted into a Private Limited Company.
1982 Technical Collaboration with Janssen Pharmaceuticals,
Belgium, a subsidiary of Johnson and Johnson International,
USA.
1987 Licensing Agreement signed with F. Hoffman-La Roche &
Co Ltd., Switzerland.
1991 Achieved market-leadership in the pharmaceutical market of
Bangladesh among all national and multinational companies.
1994 Pioneer in pharmaceutical export from Bangladesh.
1995 Converted into a Public Limited Company
1997 Initial Public Offering of shares of SQUARE Pharmaceuticals
Ltd.
1998 Chemical Division of SQUARE Pharmaceuticals Ltd. starts
production of Active Pharmaceutical Ingredients (API).
2001 Won the National Export trophy for exporting
pharmaceuticals.
2004 Agro-chemicals & Veterinary Products division of SQUARE
Pharmaceuticals starts its operation.
2005 US FDA/UK MCA standard new pharmaceutical factory goes into
operation built under the supervision of Bovis Lend Lease, UK.
2007 SQUARE enlisted as UNICEF's global supplier.
2009 New State-of-the-Art SQUARE Cephalosporins Ltd. goes into
operation; built under the supervision of TELSTAR S.A. of Spain as
per US FDA/ UK MHRA requirements.
2012 SQUARE Pharmaceuticals Ltd., Dhaka Unit gets the UK MHRA
approval.
2.4 Mission, Vision, Goals & Functions of the Company:
Mission The Companys mission is to produce and provide quality and
innovative healthcare relief for people, maintain stringently
ethical standard in business operation also ensuring benefit to the
shareholders, stakeholders and the society at large. Vision The
company views business as a means to the material and social
wellbeing of the investors, employees and society at large, leading
to accretion of wealth through financial and moral gains as a part
of the process of the human civilization. Objectives Their
objectives are to conduct transparent business operations within
the legal & social frame work with aims to attain the mission
reflected by our vision. Corporate FocusTo emphasize on the quality
of product, process and services leading to growth of the company
imbibed with good governance practices are the main corporate
focus. Business Slogan Square Pharmaceuticals Limited always
upholds the dictum: Dedicated to advanced technology. The Corporate
Slogan Square Group of industries has a common corporate Slogan
which is: Jibon Bachatey, Jibon Sajatey.
2.5 SQUARE STRIVE FOR: Above all, for top quality health care
products at the least cost reaching the lowest rungs of the
economic class of people in the country. SQUARE values our social
obligations. SQUARE owe to its shareholders and strive for
protection of their capital as well as ensure highest return and
growth of their assets. SQUARE strive for best compensation to all
the employees who constitute the backbone of the management and
operational strength of the Company through a pay package composing
salary/wages, allowances, bonus, profit participation, leave salary
and superannuation & retirement benefits. SQUARE strive for
best co-operation of the creditors & debtors the banks &
financial institutions who provide financial support when it needs
them, the suppliers of raw materials & suppliers who offer it
at the best prices, the providers of utilities-power, gas &
water etc. and the customers who buy its products & services by
redeeming their claim in time by making prompt payment and by
distributing proper product on due dates. SQUARE strive for
fulfillment of its responsibility to the Government through payment
of entire range of due taxes, duties, and claim to various public
agencies. SQUARE strive, as responsible citizen, for a social order
devoid of malpractices, ant environmental behaviors, unethical and
corruptive dealings. SQUARE strive for practicing good governance
in every sphere of activities covering inter alliance not being
limited to, disclosure & reporting to shareholders holding AGM
in time, distribution of dividends and other benefits to
shareholders, reporting/dissemination of price sensitive
information, acquisition of share by insiders, recruitment &
promotion of staff, procurement & supplies, sale of assets etc.
all that directly and indirectly affect the interest of concerned
groups the shareholders, the creditors, suppliers, employees,
government and the public in general.
2.6 The Human Resource Department: SQUARE, with its progressive
business outlook, believes and practices corporate work culture
with a classic blend of efficiency and equity. SQUARE believes in
company growth by increasing efficiency level of employees and for
that offering excellent environment and support for skill and
knowledge up gradation. SQUARE values productivity as the
spontaneous contribution of Human Resources. Strategic Human
Resource Development Programs are the energy sources for SQUARE HR
for running towards the zenith of success. Flow of clear and
specific information and justification of queries play the vital
role to ensure the market reputation of SQUARE as the most trusted
and transparent company and it enriches the motivation level of HR
who are the real contributors and owners of his/her own jobs. At
SQUARE, HRD symbolizes the unique blending of professionalism as
well as sharing the stress and success equally like a family where
every member has deep concern, feelings and pride for their own
company SQUARE.HR ensures the strong supporting role to develop
& implement HR policy guidelines for ensuring uninterrupted
operation and spontaneous participation to achieve organizational
objective as well as fulfillment of employee needs. HR is
maintaining an effective way to deal with labor union and still no
unrest has been recorded as dispute Personnel working here are
taking care of SQUARE as it is their own family. The major
functions implemented by this department are as follows: 1. Job
evaluations and descriptions establishment 2. Recruitment and
staffing policies and processes 3. Orientation and socializing new
recruits and organizational members 4. Employee training and
development facilitations and management 5. Employee performance
management and evaluation 6. Compensation and benefits
determination as per job evaluation 7. Talent retention strategies
8. Facilitating career development and enrichment of human
resources 9. Maintaining and updating databases of
manpower/personnel 10. Maintaining liaison and communication with
past, present and potential employees. 2.7 Human Resource :
Practices & Climates: SQUARE, with its progressive business
outlook, believes and practices corporate work culture with a
classic blend of efficiency and equity. SQUARE believes in company
growth by increasing efficiency level of employees and for that
offering excellent environment and support for skill and knowledge
up gradation. SQUARE values productivity as the spontaneous
contribution of Human Resources. Strategic Human Resource
Development Programs are the energy sources for SQUARE HR for
running towards the zenith of success. Flow of clear and specific
information and justification of queries play the vital role to
ensure the market reputation of SQUARE as the most trusted and
transparent company and it enriches the motivation level of HR who
are the real contributors and owners of his / her own jobs. At
SQUARE, HRD symbolizes the unique blending of professionalism as
well as sharing the stress and success equally like a family where
every member has deep concern, feelings and pride for their own
company SQUARE. HR ensures the strong supporting role to develop
& implement HR policy guidelines for ensuring uninterrupted
operation and spontaneous participation to achieve organizational
objective as well as fulfillment of employee needs. HR is
maintaining an effective way to deal with labor union and still no
unrest has been recorded as dispute. Personnel working here are
taking care of SQUARE as if it is their own family.
Employee-employer relation is cordial and supporting always.
Chapter- 3Training and Development at SPL
3.1 Training in SPL: SPL today stands for reliance. The
foundation of this reputation lays resourceful manpower, updated
technology and above all devotion. Devotion to humanity and
commitment to program made the story a success. SPL with its solemn
vow to uplift the community health stands in the forefront. LPL is
not only dedicated to production but also ensures higher quality
larger product range. And higher quality cannot be ensured unless
the personnel related to production are properly trained. SQUAREs
HRD is tirelessly working on the continuous training; development
and well-being of its members. Both in-house and outside
organization training of employees are concomitant and ongoing
process. For continuous monitoring and development, a highly
scientific participatory Performance Management System (PMS) is in
use for assessing employee need and appraising them once in each
quarter of the year. Along with regular programs for HR Development
SQUARE has number of Employee Relations Programs (ERP). Good
training lessens frustration and boredom between supervisor and
worker. It contributes to improved human relations and raises
morale. The improvement in skills increases productivity and
lessens turnover. Through training, organization help make
employees more loyal to the company. So, unless the product or
service is the only one of its kind, we are looking for an edge, an
advantage something special from the major competition. And
training is one of the strongest tool through which a specialty can
be created. In todays marketplace, its given that everyone want
increased efficiency., better performance that is a bigger piece of
the pie. Yet virtually everyone is finding this more and more
difficult to achieve. May be sheer number of competitors has
increased. Training also helps ambitious employees forge ahead in
their own careers. On the other hand, better product increases
customer satisfaction; lead to repeated business and large sales.
When we develop employees potential these things are vastly
related. Training is a leadership activity, which prepares
individuals for their own future opportunities.
3.2 Training Management in Square Pharmaceuticals Ltd.
Objective: It is needless to mention that employee training
improves skills, and add to the existing level of knowledge so that
the employee is better equipped to do his/her present job, and
prepare him/her for a higher level of job with increased
responsibilities. The management of Square Group (Pharmaceuticals)
is not an exception to this people development concept. Towards
continuous improvement, Square Group is fostering training
throughout the organizations. Currently various sister concerns are
conducting training program in differently but an effort is in
progress for conducting training in an organized fashion. 3.3
Purpose of Training: Why training is required? In todays
marketplace, its given that everyone want increased efficiency.,
better performance that is a bigger piece of the pie. Yet virtually
everyone is finding this more and more difficult to achieve. May be
sheer number of competitors has increased. Perhaps growing price
pressure is impacting customers purchasing decision. Possibly the
market is maturing, or the technology aging. So, unless the product
or service is the only one of its kind, we are looking for an edge,
and advantage something special from the major competition. And
training is one of the strongest tool through which a specialty can
be created. Training also helps ambitious employees forge ahead in
their own careers. On the other hand, better product increases
customer satisfaction; lead to repeat business & large sales.
When we develop employees potential these things are vastly
related. Training is a leadership activity, which prepares
individuals for their own future opportunities. In Square
Pharmaceuticals Ltd. for the proper and effective training of its
employees it has a separate wing under the Human Resources
Department which is headed by a Manager. This wing is called Human
Resources Development and Training Wing. Its prime concern is the
training and development of SPLs employees. Some training (like the
trainings of SPLs field forces) are conducted directly by this wing
and it is also responsible for coordinating all other training like
in-house, external or overseas trainings. 3.4 Training needs can be
grouped into the following two categories:Reactive:Identify of
existing weaknesses and reacting to remedy them. Proactive
Preparation of employees to handle anticipated future changes both
within and outside the organization. This is a longer-term
approach, more oriented towards development.
3.5 The Training Cycle in SPL: Developing an effective T&D
program requires long periods of continuous and systematic
approaches. For any company to be considered a successful T&D
provider, it must follow a systematic process to carry on training
initiatives. SQUARE Pharmaceuticals Ltd., the parental company of
the SQUARE conglomerate, is no exception. In general, training and
development programs occur according to the company business plan
and strategy and the HR policies and procedures. A training plan is
developed, then a needs assessment, followed by program design (if
conducted by company) and delivery and then finally monitoring and
evaluation at different levels and situations. One generally
accepted effective training and development system composes of 7
steps, based on the principles of Instructional System Design
(ISD), reflecting an ADDIE (analysis, design, development,
implementation, and evaluation) system. The 7 major steps of the
system are as follows: 1. Developing and determining training needs
assessment 2. Ensuring trainee motivation for the training 3.
Creating a learning environment conducive for training initiatives
4. Ensuring transfer of training 5. Developing an evaluation plan
for training effectiveness and efficiency measurement 6. Selecting
type of training and implementing 7. Monitoring and improving
initiatives 1. Training Need Assessment/Analysis (TNA):A growing
number of consulting companies and individuals specialize in
helping clients identify their training needs. If a company is
large enough and dont have the time or resources to engage in this
process themselves, it may conduct training through
training/consulting companies. Methods of Needs
Assessment:Determining training needs involve the collection of
data on both the current situations within the organization and its
actual requirements. The techniques that have been used are:
Employee focus groups: Generally implemented at larger firms,
employee focus groups often represent the ideal first step to a
needs-assessment process. You pull together a group of employees
from various departments or levels of your organization. If time
permits, you spend a day or two (possibly off-site) discussing as a
group what your company needs to do to achieve its strategic goals
and what skills are required to meet this challenge. In the event
this time commitment isnt plausible, even a 2 to 3-hour session in
a conference room at your companys offices can be illuminating.
Surveys and questionnaires: Surveys and questionnaires are standard
tools in the needs-assessment process. Depending on the size of
your company, surveys may represent the most cost-effective
approach to needs assessment. In a typical needs assessment
questionnaire, employees are given a list of statements or
questions that focus on a specific skill. Theyre invited to
indicate whether they think improvements in that area will enhance
their ability to perform their jobs or advance in the company.
Observation: Simply observing how employees are performing on the
job and taking note of the problems theyre experiencing can often
give your insight into their training needs. Here again, you should
be careful about the conclusions you draw. Its tempting when
observing employees who are struggling with some aspect of their
jobs to attribute the difficulty to a single cause some problem
that you can solved by scheduling a training program or by sending
them to a seminar. This assumption is dangerous. The first step
that SPL takes is determining its training needs. Because training
is considered a vital investment that impacts organizational
development, the Human Resource Department has to understand who
needs what training, at an individual as well as group level.
Sending employees to unnecessary external trainings or conducting
useless internal trainings not only wastes monetary resources but
also wastes time for work processes. This leads to employee
dissatisfaction and degrading of the working environment. Analyzing
training needs occur at three broad levels- organizational, task
and individual. The first step of the assessment involves
determining why specific training activities are required and
putting the training within the appropriate organizational context
(Mello, 2006). Surveys and written tests are standard tools for
need assessment processes and determinations. Thus, SPLs HRD tries
to ensure that the training programs fulfill company objectives and
do not cross budget limitations. The budget for training is like
the control says the AGM, Mr. Ali Hossain. A training calendar is
maintained so that investments and arranging of training programs
dont hamper daily work progress and show us when and where to
invest. This is the initial step toward developing an organization
as deviating from company strategy and increasing unnecessary costs
devalue T&Ds role as a change agent. The second step for the
TNA is to understand the specific skills and knowledge required for
particular tasks and positions. The job descriptions forms may help
in this matter. This step also emphasizes on the setting for the
training (on/off the job, in-house/outdoor, etc) and the probable
mistakes that may deviate the intent of the program. At SPL, this
is conducted both by the T&D executives and recruiting
personnel, so that the nature of the job is aligned with the
program. Finally, trainees who need the training are determined via
TNA forms that indicate their existing competencies, areas for
improvement and the extent for improvement. The finally stage
determines who will attend what training and when. This usually
occurs at the beginning quarter of the year, so that the required
trainings and budgets are determined and arranged
(internally/externally) throughout the year. The success of any
training program depends on the perfect Training Need Assessment
and perfect Training Need Assessment depends on the right answers
of the following questions- 1. Identification of the right person
who is in need of training? 2. Whether that person has the quality
to acquire that knowledge, skill and aptitude which will be given/
impart in the training? 3. Whether the topic of the training will
bring positive change in productivity? 4. Whether the training will
help the incumbent to do that job in a more efficient way with less
input. 5. Whether the supervisor has that right knowledge to find
out the gap between expected/ required skill, knowledge and
aptitude and existing knowledge skill and aptitude of the
incumbent? In this case SPL is determined to come up with all
solution of these questions by doing TNA. While assessing the
training needs of the employees the evaluator considers the
following circumstances: Promotion: If management has any plan to
give the employee a promotion he must perform some additional
responsibility. In that case he must get comprehensive training to
coupe up with the new position. So his supervisor (mostly the
department head or section head) recommends for appropriate
training. Job Enrichment: At times with the increase of work
volume, employees need to be taking more responsibility than usual.
In that case, someone may have to perform some duties previously
performed by the employees from higher positions. But before that,
that employee needs proper training to perform that duty. This is
another reason to recommend training. Job Rotation: Especially in
factory level, job rotation is a natural phenomenon. Mostly in
production floor, assistant operators (process machine operators)
and operation helper are rotated in specific intervals to give them
an exposer in different machinery, which eliminates the risk of
dependence upon few people who have got expertise on any particular
machinery. But before an employee is rotated to another section,
he/she has to be trained well. In SPL a lot of training is
recommended considering the incumbents upcoming Job Rotation.
Technological Advancement: Technological advancement is a dynamic
and inevitable process. Todays advance technology is no match for
tomorrows world. So Square Pharmaceuticals Ltd. has to upgrade its
machinery frequently. With the incoming of new machines thus
technologies, people related to that machine need to be trained on
that new thing. 2. Ensuring trainees motivation for the program
This step involves ensuring that the employees have the motivation
and the minimum level of skills necessary to master training
content. De-motivated trainees yield loss investments and negative
reports for the training. Motivating suitable employees
extrinsically as well intrinsically for the training is a must. HR
personnel as well as supervisors pursue the employees by telling
them the benefits of the training. They also ensure the employees
most relevant to the area covered in training are encouraged.
Surveys, aptitude tests and questionnaires help in this matter.
This is something really emphasized in SPLs training process as
majority of the employees tries to find excuses to not attempt
in-house trainings due to apprehension of boredom. 3. Creating a
learning environment conducive for training initiatives It is
extremely important to have a training room or center for trainings
conducted by the company. Even if an external training institute
conducts trainings, its best to find institutes with good to
excellent training environment, materials and place. According to
ASTD Training and Development Handbook, elements that need to be
checked for evaluating a training room are as follows: Noise:
possibility of disturbances from surrounding or adjacent rooms
Colors: appropriate, decent coloring of the room (like blue,
orange, yellow, etc.) Room structure: rooms square in shape are
more suitable for hearing and seeing rather than other shapes
Lighting: main source should be fluorescent supported by
incandescent lights disseminated properly Wall and floor covers:
solid, single colors are less disturbing Ceiling: checking for
height (10 feet high is preferable) The training rooms (two in no.)
in the companys CHQ are quite contrasting in nature. The smaller
one is very congested with 20 chairs but larger room has around 80.
The smaller room is good for management training sessions that
include only lectures with PowerPoint slides. However, the Dhaka
and Pabna Unit offices have large training halls and can cover
around 200 people, with appropriate lighting and air conditioning.
It is best to create a learning environment as disciplined as
possible, yet a friendly one; just like the one in a classroom. The
following points highlight the reasons behind the belief: Research
has shown that classroom disciplinary climate is associated with
student performance and that self-efficacy is an important measure
of productivity and effectiveness. Teachers with constructivist
beliefs about teaching are more likely to report good classroom
disciplinary climate in many countries, but those who emphasize the
direct transmission of knowledge in instruction are more likely to
teach Classes with poorer disciplinary climate. Teachers who hold
either of these types of beliefs strongly are more likely to report
high self-efficacy. Structured teaching practices and
student-oriented teaching practices are both associated with good
classroom climate and teachers self-efficacy in many countries.
This is less true of other practices identified in the survey.
Teacher appraisal is linked in some cases with self-efficacy,
particularly when it involves public recognition of teachers
progress and is linked to innovative practices. More professional
development is often associated with greater teacher self efficacy
but not generally with more orderly classrooms. At SQUARE, the HRD
keeps an inventory for its internal trainers or faculties who have
at least some knowledge in particular fields. Subject matter
experts are also available in forms of senior and experienced
departmental managers. Appropriate materials like Power Point
slides, articles from magazines and newspapers, manuals, etc. are
kept to back up the SMEs and also provide more knowledge to the
acting faculties.
4. Ensuring transfer of training knowledge upgraded to work
competencyTransfer of training refers to the effective and
continuous application of learned competencies in their job or
office hours. This is extremely important (perhaps the most
important) as it justifies the whole investment in training.
Failure to transfer training to work is not only demoralizing for
the employees but also for the management and HR personnel
responsible for the initiative. Like any process or action,
transferring training also requires a systematic, planned approach.
One such approach is presented by a model developed by T.T Baldwin
and J.K. Ford in Personnel Psychology (1988). This model considers
various factors such as trainee characteristics, training design,
and work environment that lead to maintenance of learned material
and generalization of training to the job. Trainee characteristics
include the trainees motivation to learn and apply and their
ability to convert their zeal into reality. Training design
includes providing a learning environment and theories of transfer.
The work environment includes factors on the job that influence
transfer of training including managers support, peer support,
technology support, the climate for transfer and the opportunity to
use newly acquired capabilities on the job. All these factors
facilitate transfer of training. At SQUARE, training programs are
arranged in such a way that employees have the opportunity to apply
it on the job, whether through new work methods or adapting new
organizational/departmental strategies. Two other factors that
facilitate transfer of training in SPL are its nature as a learning
organization and its emphasis on knowledge management.
5. Developing an Evaluation Plan This stage of the training
process includes determining the objectives of the training;
selecting an evaluation method; and determining and developing the
cost-benefit analysis of the program or the ROI. Firstly, one has
to know why the training is conducted or offered. Whether it will
influence intellectual skill, behavior, cognitive skills, knowing
laws, technical skills, current events, etc is all training
objectives. Having a clear objective determines the whole flow of
the training. Besides that, developing an evaluation form and
method for the training is very important. Evaluating the trainees
before the training and post-training is critical to the success of
the program. The evaluation process usually involves the following
steps: 1) Conducting a needs analysis 2) Developing measurable
learning outcomes and analyzing training transfer 3) Develop
outcome measures 4) Choosing an evaluation strategy 5) Planning and
implementing the evaluation An evaluation design maybe only
post-training, both pre and post training or maybe done through
comparisons with other groups including pre and post training. The
following factors typically influence the type of evaluation design
to be used: Can the program be changed? Does ineffective training
affect customer service, product development or employee relations?
The number of trainees involved Transparency of the programs
results effects on organization culture Can a complex study be
analyzed? Cost of the evaluation 6. Selecting and Implementing
After all the planning and designing issues are taken care, no one
has to decide the type of trying (consultancy firm, training
institute, contractual agent, etc). This decision depends on the
following factors: State of the labor market Current workload in
the company Internal resources and budget These factors are taken
care during the planning and designing stages. Flexibility is also
maintained in case of inopportune changes to work schedules or
market conditions. In-houses classes, internal/external seminars,
learning via videos or manuals, outdoor training, assistant to
position, etc. are some of the generally accepted training and
development methods applied in organizations. Training methods and
types used in SPL are discussed later in this section. 7.
Monitoring and Evaluating TrainingConducting post training
evaluation and making appropriate changes as soon as possible is
the ultimate key to success for employee developmental activities.
Post training evaluations include surveys and questionnaires that
let T&D personnel learn about areas for improvement and the
benefits/losses regarding the training. These also provide
information on ways to reensure transfer of training on work,
whether through intrinsic or extrinsic rewards. Evaluation of
training helps SPL know who needs what training in the future and
where to invest more. Successful job performers provide a
comparison on what they do differently than unsuccessful job
performers. It also helps the company compare productivity and
profits before and after training, in their own analytic and
strategic way.
3.6 Training Conducted by Human Resource Department:The
responsibilities regarding training that conducted by SPLs HRD are:
Selection of trainees: HR Departments asks for names from
respective departments for training. On receiving the names, the
department prepares the final list of trainees and intimates it to
the training wing and respective departments for the timely release
of the trainees. Arrange external training within the country:
while necessary, SPL sends its employees for training conducted by
competent outside organizations. These trainings are coordinated by
the HR Department. Overseas Training: All the overseas trainings
are coordinated by the HR Department. Training Record Maintenance:
Records of all trainings by the employees are maintained by the HR
department in employees personal file. Field Forces Training &
Development: Each year, a significant number of Field Forces
complete their induction training program and joined to their
respective markets and appear at examination in every month for
further development. Territory Manager Training: Twice in every
year, mid-level managers of sales participate in the training
program titled Sales Territory Management at a regular basis.
Distributions: Every year a number of Distribution Assistants (DA),
Data Entry Operators (DEO) go under induction training program
immediately after initial recruitment. 3.7 Training Conducted by
Training Wing at the HQ:All the in-house trainings for the sales
force and other management trainings are conducted by this
department. The trainings related to sales are designed for the
sales force consisting of: Medical Promotion Officer (MPO) : 40-50
working days Regional Sales Manager & Territory Managers: 2
working days every month. Depot In charge: 1 to 2 working days.
Delivery Assistants: 2/3 working hour in a regular basis. The
Training Wing also conducts different management development
programs using various mid and top management people as Resource
Person (SPL name for trainer). 3.8 Training Conducted by the
Concerned Department at the Factory:The most important trainings
that are directly related to the product quality are conducted by
the department. These trainings are conducted on specific tasks or
technical issues of that particular department. In this case
managers or an executive of that department plays the role of
trainer. As it is said before, GMP (Good Manufacturing Practices)
is also sometimes referred to as cGMP. The c stands for current,
reminding manufacturers that they must employ technologies and
systems which are up-to-date in order to comply with the
regulation. Systems and equipment used to prevent contamination,
mix-ups, and errors, which may have been top-of-the-line 20 years
ago, may be less than adequate by todays standards. Keeping that in
mind all the training in the factory is designed and conducted to
ensure strict compliance of cGMP throughout the manufacturing
process. cGMP Related Training: Induction Training: This is similar
to orientation training. Every new entry undertakes this training.
This training is coordinated and scheduled by the factory Human
Resources Department (HRD). Basically it is a training aimed to
give the new employee an overall view about the factory activities,
activities of different departments, the activities of interacting
departments with whom he would be dealing with and general rules
and norms which is practiced in the factory site. Quality Control
(QC) Training: QC personnel are the most important element of the
manufacturing process. They have the responsibility and authority
to approve or reject all components, drug product containers,
closures, in-process materials, packaging material, labeling, and
drug products, and the authority to review production records to
assure that no errors have occurred or, if errors have occurred,
that they have been fully investigated. Equipment Oriented
Training: the handling of every equipment according to the Standard
Operating Procedure (SOP) is very important to the product quality,
such trainings are: Equipment or plant installation: These
trainings are usually held under the supervision of the supplying
company at overseas. Standard Operating Procedure: These are held
for all new operators before they independently operate each
machine. It also includes training on emergency or breakdown
procedure. Equipment cleaning and maintenance: Training on how
equipment and utensils shall be cleaned, maintained, and sanitized
at appropriate intervals to prevent malfunctions or contamination
that may alter the safety, identity, strength, quality, or purity
of the drug product beyond the official or other established
requirements. Production and Process Controls Training: There
should be written procedures for production and process control
designed to assure that the drug products have the identity,
strength, quality, and purity they purport or are represented to
possess. In this training trainees are trained have a thorough idea
on these matters. Laboratory Control Training: Laboratory control
training includes the establishment of scientifically sound and
appropriate specifications, standards, sampling plans, and test
procedures designed to assure that components, drug product
containers, closures, inprocess materials, labeling, and drug
products conform to appropriate standards of identity, strength,
quality, and purity. SPL regularly conducts these types of training
so that all the necessary procedures are well adapted to the
employees. These trainings are conducted in a regular interval and
in a preplanned manner. Normally a quarterly schedule is prepared
by the Quality Assurance Department and shared with the concerned
departments for necessary participation and cooperation.
3.9 Others Safety Related TrainingSafety is a very important
issue in any manufacturing plant. SPL conducts a comprehensive
training to ensure that factory employees are conversant with each
and every aspect related to the safety of plant, equipment and
personnel. Some of such trainings are: Fire prevention and safety
training: This training is compulsory for all the employees of the
factory. Theoretical training is followed by real life scenario fir
fighting exercise. It also includes equipment shut down and
evacuation procedures. Emergency procedure training: this training
includes practical training related to machinery failure, toxic
leakage etc. Personal protective equipment training: To ensure
highest product quality, safety of personnel or safety from any
other health hazard, factory workers inside the plant wears various
protective clothing and equipment. This training aims to make the
trainees conversant with all these equipment. First Aid training:
this is also a compulsory training for all employees. To combat any
kind of emergency there is a team named as Emergency Response Core
Team (ERCT), which is constituted by taking 2 members from each
department. The purpose of this team is to respond to any emergency
irrespective of the place of action. This system eliminates any
chaos or confusion during actual emergency. All the ERCT members
undergo thorough training on each and every aspect of safety and
emergency handling. Management Development TrainingThese are the
training conducted by the training department at the operational HQ
or other institutions. Factory employees as and when required
attend these trainings with the recommendation of the respective
departments.
Training for EngineersSPL has number of electrical, mechanical
and civil engineers at different plants. Training for them is
organized at outside organizations like Engineers Institution, BUET
etc. 3.10 Training Record Keeping:In every facility of SPL each
employee has his/her own training record file. In this file he
keeps all his/her training record for any regulatory purpose. These
records are checked by department personnel and in few cases the
buyers and auditors from different foreign regulatory
representatives. The training records of the employees have another
vital application. Whenever any promotion proposal for an employee
is raised, the department head try to determine what type of skills
and abilities he/she has and whether he/she has any technical
know-how. In that case, training record is an effective document to
determine the fact. Thats why every employee must fill up a
training record form after the training in case of in-house
training and submit a report on the training immediately after in
case of overseas and off house trainings. 3.11 Training Requests,
Approvals & Authorization:Training Approval: The approval of
Training Requests has to be determined by the concerned department
authority. Payment Process: Trainer if hired from outside has to be
appointed on-payment basis. Actual payment for the service is made
using check or cash. The training course must include the
following: The course is deemed job-related. The manager proposes
the training requesting approval and authorizes. There are
sufficient funds to pay for the course. Good trainer. Proof that
all funds are expended perfectly.
Chapter- 4Findings
Findings from SPL:From our close observation we have found the
following aspects of their training system in Square
Pharmaceuticals Ltd. Those are stated bellow: Training Wing: A
leading pharmaceuticals company whos yearly turnover gross turnover
is more than 6199 million taka should have separate training
department in both corporate and factory level but in Square
Pharmaceuticals ltd. We have found that there is a training wing in
corporate head quarter but no training wing in factory level but
two third of the employee work in factory level, which creates a
huge burden for the wing to coordinate all the training centrally.
Training Facilities and training budget: As a market leader of
Bangladeshi pharmaceuticals market the training facilities of
Square Pharmaceuticals Ltd. is not up to the standard. Although we
have found modern training tools in HRD but that those are not
sufficient. As same training facilities is used for her sister
concerns. Moreover, if we consider the training and development
budget of SPL we will find that it is less than one percent of
their yearly turnover. Training Assessment System: In SPL we have
found a sound post training assessment system where trainee can
give their feedback about the training that they have received. Its
positive that SPL authority evaluates the post training assessment
of trainee through TNA to send future participants in similar
training program. Training of the trainers (TOT): In corporate as
well as in field/ factory level there are different training
programs and in most of the cases this training programs are
conducted by the in house trainer but we have not found any
training of the trainer which is very much important for the
successful implementation of training program at SPL. Training
Manual: Till now SPL doesnt have a structured training manual. What
SPL does is to be reactive in organizing trainings. If there were a
structured training manual, it would have been more effective in a
sense that the focus and objective of the training system would
have been clear to all thus easier to achieve. Seminars: Seminars
with external faculty members are arranged in house which
facilitated the HRD to be ensured about those training providers
quality and service. Training record: SPL used to keep training
record in a hard copy form. There was no system for electronic
record keeping, which was easier for all to get access. At times a
lot of time and effort have to be spent to find a person for any
particular task which needs specific skill and right training. But
now-a days they are keeping training record with electronic data
base system which is helping them to solve this problem.
Pre-planned training program: In both corporate level as well as
factory level of SPL they follow the pre-planned training schedule
and they keep record of their training strictly. In case of
training schedule SPL is highly disciplined. As organization having
a learning culture, employee takes the training program very
positively
Chapter-5Recommendations & Conclusion
Recommendations SPL should increase their training budget. TNA
should be collect timely. Department is not enough coordinated for
returning TNA on time. SPL cant fill out all the training that
Executive and other needs. SPL can enrich its own faculty list.
There is a need for another training floor. HR should work for it
immediately. The training environment like interior, materials,
equipment, and technology should update. SQUARE should hire more
employee in HR as they are having a huge filed force. Training for
employee is not adequate. SPL can go for department wise training
to fill out the training need. External trainings offered are
limited in number as well as variety, it is also should increase.
As SPL is just introducing ERP software so they should think about
manage their filing system. HR floor is having space limitation, so
it is necessary to renovate the facility. Many employee get
theoretical training, they expect Action-Based learning.
ConclusionSquare is now the leading Pharmaceutical Company of
Bangladesh and becoming a high performance global player in the
field. From its formation to the present day, it has been
successful in its endeavors. It provides quality medication and
strictly follows all regulations. In Bangladesh over three
thousands of people are working here. The medicine of Square is
famous in Bangladesh as well as in foreign countries. HR Department
of Square is playing a vital role as a corporate strategy maker.
Growth of the company depends on hiring, developing, retaining
skilled and motivating employees. HR Department is continuously
hiring skilled people from wide market and thus provides trainings
to cope with global challenges. Through various HR activities and
training programs they retain talents in the organization, ensure
career path for performers to perform more efficiently and
effectively to contribute more and more. The Training and
Development section of Square Pharmaceutical is always trying to
ensure the best training programs for employees at the right time,
right place. With the latest facilitated training resources they
ensure the most effective training sessions for all level of
employees. Square Pharmaceuticals Limited practices a progressive
recruitment and selection procedures. HR officers of Square
Pharmaceuticals Limited are now expected to work beyond the
boundaries of contracts and policies to contribute directly to the
operation and success of the Human Resources Department.
Appendix
1. Blanchard, N.P., and Thacker, J.W. (2014), Effective
Training: Systems, Strategies and Practices, Upper Saddle River,
NJ: Prentice Hall.
2. Dessler, G. & Varkkey, B. (2008). Human resource
management, 11th edition, published by Pearson Education, Inc.,
publishing as Prentice Hall.
3. Noe, Raymond A., the Training Design Process: Employee
Training & Development, Mcgraw-Hill. New York, 2005.
4. www.squarepharma.com.bd
5. http://www.squarepharma.com.bd/history-growth.php
6. http://en.wikipedia.org/wiki/Pharmaceutical_industry
7. SPL Training report 2012, Square Pharmaceuticals Ltd.
Dhaka.
8. Annual Report 2011-2012 of SPL.
9. Training Manual of Square Pharmaceuticals Ltd. Dhaka.